"dual tracking": quartalsweise OKRs und jährliche OKRs gleichzeitig
kein Instrument zum Performance Review, sondern Mittel zur Reflexion
falls nötig: qualitative KRs ("<5 Bugs in QA") mit quantitativen KRs (">3 Features implementieren")
kombinieren, um Qualität trotz Speed zu erhalten
auch CEOs haben eigene OKRs, nicht nur Unternehmens-OKRs
schreib auf, was wichtig ist; nicht, was sowieso notwendiger Alltag ist
OKR-Beispiele:
John Doerrs OKRs bei OKR-Pitch für Google:
Objective: Planungsprozess für die Firma aufsetzen; KR #1: John beendet Präsentation pünktlich;
KR #2: Beispiel-Quartalsziele für Google erstellt; KR #3: Entscheidung für 3-monatigen OKR-Versuch.
heute zieht Google ausgewählte Team-Os auf Unternehmensebene für mehr Speed
Youtube, 2016:
4-Jahres-Objective: 1 bn hours of daily watch time (framing war wichtig:
1 Mrd. Stunden pro Tag ist <20% des TV-Marktes)
Continuous Performance Management (CFR):
CFR:
Conversations: an authentic, richly textured exchange between manager and contributor,
aimed at driving performance
Feedback: bidirectional or networked communication among peers to evaluate progress and guide future improvement
Recognition: expressions of appreciation to deserving individuals for contributions of all sizes
1-on-1s:
It should be regarded as the subordinate’s meeting, with its agenda and tone set by him.
The supervisor is there to learn and coach.
Vor dem 1-on-1: What behaviors or values do I want my report to continue/stop to exhibit?,
What coaching can I provide to help the report fully realize his or her potential?
Während 1-on-1: What are you working on?, How are you doing; how are your OKRs coming along?,
Is there anything impeding your work?, What do you need from me to be (more) successful?, How do you need to grow to achieve your career goals?
Project Aristotle (internal Google study of 180 teams): standout performance correlated to
affirmative responses to ...
Structure and clarity: Are goals, roles, and execution plans on our team clear?;
Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?;
Meaning of work: Are we working on something that is personally important for each of us?;
Dependability: Can we count on each other to do high-quality work on time?;
Impact of work: Do we fundamentally believe that the work we’re doing matters?
John Doerr:
"Ideas are easy. Execution is everything."
"If those habits aren’t ingrained early on, one of two things happens: Unsuccessful companies
scale beyond the leadership team’s capacity, and they die. Successful companies scale beyond the team’s
abilities and the team gets replaced. Those are both sad outcomes. The better way is to train people to
think like leaders from the start, when their departments have a staff of one."